Solving the Right Problems: A Pharmaceutical Project Manager’s Perspective

  Leadership   Pharmaceutical   Resource Management   Stakeholder Management  

There is a missing skill in how project managers approach problems especially in the pharmaceutical industry. Most project managers do one of two things before solving a problem. The first instinct is to review the problem regardless of how it is presented then jump straight into a solution. However, this can lead to solving the wrong problem and only realizing the wrong problem is being solved after it is too late.  This leads to restarting the entire problem-solving life cycle or implementing a solution for the sake of “just doing something”.

The second most common response is for the project manager to spend significant resources, time, and energy analyzing the problem only for the problem to continue its life within the organization well after the “solution” was implemented.

What if I told you there was a simple rapid way to analyze any problem presented to the project manager? It doesn’t require complex formulas, methods, or advanced technology and can be completed in minutes. In this webinar, you will learn the reframing method and how to apply it to your day-to-day work.

Learning Outcomes:

• Improve your ability to find creative solutions to tough problems at work and in your personal life
• Immediately save resources, time, and energy by targeting the right issues
• Accelerate your career and increase the value to your organization.                                                         
• Increase your impact to the stakeholders, organizations, and the people you care for the most.

There is a missing skill in how project managers approach problems especially in the pharmaceutical industry. Most project managers do one of two things before solving a problem. The first instinct is to review the problem regardless of how it is presented then jump straight into a solution. However, this can lead to solving the wrong problem and only realizing the wrong problem is being solved after it is too late. This leads to restarting the entire problem-solving life cycle or implementing a solution for the sake of “just doing something”.